Sam Kim, vice-president of Asean and Asia development markets at Procter & Gamble (P&G), has a big job on his hands. Not only is he responsible for 37 countries in the region, but under the ambitious goal set by chief executive Bob McDonald, Kim also has the daunting task of adding one billion new P&G consumers by 2014.
So far, though, Kim has found enjoyment in the enormity of the task that lies before him. He says that the Asean role has been a real discovery, due to the diversity of the region. “The media environments are different, the customer environments are different, with modern retail making big progress in parts of Asean and then, in other parts, smaller ‘mom and pop’ stores being the norm. Through all this, however, we also see similarities in consumer desires and needs, and that has been a big enabler in doing business in this part of the world.”
So what potential does Kim think the Asean region holds for P&G and what challenges does it bring for the FMCG giant? “We do not look at Asean as one market. There is lot of potential. The region has a huge, significantly affluent population. It is recovering fast and it is under-served.”
Kim says that “serving more customers” is both the biggest opportunity and the key challenge.
“Although we have many more brands in our global portfolio, we have a limited number of selections that we sell today. This is clearly a focus for us — to touch more lives, more completely, in more parts of the world. With Asia leading the world out of recession, we have a unique opportunity right here in Southeast Asia.”
He also points out that while there are differences across the region. Asean is exceptionally tech-savvy, which allows the company to communicate its message “in ways that are much more targeted to meet the needs of a consumer group.”
Kim thinks that Asian consumers, in comparison to those from the West, really engage with brands. “That’s great for us. They have exceptionally high standards for products, which gives us a lot of insight. They are fiercely loyal to their brands and they like to talk about this.”
Kim started his career as brand manager with P&G in 1986 and moved to general management in 1999, when he was promoted from marketing director of P&G Japan to general manager of beauty care in USA. He moved to his native Korea in 2003, where he cemented his reputation as a strong team leader.
Tim Love, the vice-chairman of Omnicom Group, who has known Kim since 1986, holds him in high regard. “He listens exceptionally well, has a very principled way of operating, and his values are always good and fair. There is a lot of learning around him and he is fun to work with. You can tell a lot about a person by the people he has trained and led, and he has a huge following in Procter & Gamble.”
With typical modesty, Kim says he is still learning how to be a better leader. “In over 10 years of general management I have been learning to understand the needs, the opportunities and the issues that people face. Once I know this I can set a clear direction, but I always allow for the talent and capability that each individual has. It’s best to get out of their way and let them do their job, and serve them so they can really deliver the goal of doing a better job of serving consumers.”
Aside from the challenges set by the global CEO, Kim is also keen to move forward P&G’s CSR programmes in the region, which he says have a significant history. Last year the company celebrated the 10th anniversary of Open Minds Malaysia, an educational project for children with special needs. These children have been a special focus for Kim, as he thinks that they attract much more stigma in Asia.
Kim was previously involved in large-scale CSR projects in Korea, firing his determination to help make a difference in the markets P&G operates in. “When we get the benefits from the consumer through the sales and profit they provide us with, we also have a responsibility to help society in any way we can with the resources that we have,” he says.
But is P&G doing enough CSR in the region, considering its huge presence? “I can’t say whether we have done enough or not. The important thing is that it’s fundamental to what we do. The second thing is that, given the social and development stature of countries in the region, there is a lot of potential.”
2003 Vice-president and general manager, P&G, Korea
1999 General manager, beauty care, P&G, USA
1997 Marketing director, P&G, Japan
1986 Brand manager, P&G, USA
This article was originally published in the 11 February 2010 issue of Media.
So far, though, Kim has found enjoyment in the enormity of the task that lies before him. He says that the Asean role has been a real discovery, due to the diversity of the region. “The media environments are different, the customer environments are different, with modern retail making big progress in parts of Asean and then, in other parts, smaller ‘mom and pop’ stores being the norm. Through all this, however, we also see similarities in consumer desires and needs, and that has been a big enabler in doing business in this part of the world.”
So what potential does Kim think the Asean region holds for P&G and what challenges does it bring for the FMCG giant? “We do not look at Asean as one market. There is lot of potential. The region has a huge, significantly affluent population. It is recovering fast and it is under-served.”
Kim says that “serving more customers” is both the biggest opportunity and the key challenge.
“Although we have many more brands in our global portfolio, we have a limited number of selections that we sell today. This is clearly a focus for us — to touch more lives, more completely, in more parts of the world. With Asia leading the world out of recession, we have a unique opportunity right here in Southeast Asia.”
He also points out that while there are differences across the region. Asean is exceptionally tech-savvy, which allows the company to communicate its message “in ways that are much more targeted to meet the needs of a consumer group.”
Kim thinks that Asian consumers, in comparison to those from the West, really engage with brands. “That’s great for us. They have exceptionally high standards for products, which gives us a lot of insight. They are fiercely loyal to their brands and they like to talk about this.”
Kim started his career as brand manager with P&G in 1986 and moved to general management in 1999, when he was promoted from marketing director of P&G Japan to general manager of beauty care in USA. He moved to his native Korea in 2003, where he cemented his reputation as a strong team leader.
Tim Love, the vice-chairman of Omnicom Group, who has known Kim since 1986, holds him in high regard. “He listens exceptionally well, has a very principled way of operating, and his values are always good and fair. There is a lot of learning around him and he is fun to work with. You can tell a lot about a person by the people he has trained and led, and he has a huge following in Procter & Gamble.”
With typical modesty, Kim says he is still learning how to be a better leader. “In over 10 years of general management I have been learning to understand the needs, the opportunities and the issues that people face. Once I know this I can set a clear direction, but I always allow for the talent and capability that each individual has. It’s best to get out of their way and let them do their job, and serve them so they can really deliver the goal of doing a better job of serving consumers.”
Aside from the challenges set by the global CEO, Kim is also keen to move forward P&G’s CSR programmes in the region, which he says have a significant history. Last year the company celebrated the 10th anniversary of Open Minds Malaysia, an educational project for children with special needs. These children have been a special focus for Kim, as he thinks that they attract much more stigma in Asia.
Kim was previously involved in large-scale CSR projects in Korea, firing his determination to help make a difference in the markets P&G operates in. “When we get the benefits from the consumer through the sales and profit they provide us with, we also have a responsibility to help society in any way we can with the resources that we have,” he says.
But is P&G doing enough CSR in the region, considering its huge presence? “I can’t say whether we have done enough or not. The important thing is that it’s fundamental to what we do. The second thing is that, given the social and development stature of countries in the region, there is a lot of potential.”
Sam Kim's CV
2008 Vice-president & general manager, Asean and Asia development markets, P&G, Singapore2003 Vice-president and general manager, P&G, Korea
1999 General manager, beauty care, P&G, USA
1997 Marketing director, P&G, Japan
1986 Brand manager, P&G, USA
This article was originally published in the 11 February 2010 issue of Media.
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